Secretary’s report The Department of Premier and Cabinet's (DPAC’s) work in 2013-14 took place against the backdrop of the transition to a new Government in Tasmania. For much of the year, we concentrated on supporting the former government's policy, program, legislative, and service delivery agenda. Then after the March State election, our flexibility and adaptability to change were tested as we worked quickly to establish new machinery of government and help deliver the new Government's commitments in its first 100 days in office. A new Government creates tremendous change and DPAC staff, especially those in the Executive Division, Corporate Services and the Policy Division, made sure the transition was as smooth as possible. Caretaker conventions were updated, incoming government briefs were prepared, removalists were organised and support was provided for new and departing Ministerial staff. After six years as Secretary, Rhys Edwards moved to be a Special Adviser to help set up the new Department of State Growth (State Growth), and I stepped up from my position as Deputy Secretary (Policy) to lead the Department. Over the past 12 months DPAC has worked with government agencies and the broader community to deliver a range of important initiatives. The Policy Division, through the University of Tasmania and Tasmanian Government Partnership Agreement, assisted in the development of a pilot project to increase educational attainment and retention in the Huon Valley. This project, entitled ‘Bigger Things,’ is a collaborative effort involving the University and the Department of Education and will run for five years. The Community Development Division (now Communities, Sport and Recreation Tasmania) released a whole-of-government Community Engagement Framework which supports government agencies to undertake open, honest, and transparent engagement during the development of policy, programs and services. After a whole-of-government review and extensive consultation the new Tasmanian Multicultural Policy 2014 was released. The Policy aims to enhance social cohesion, social and economic participation and access to services in our State. We now have a clearer picture of Tasmania’s migrant population through the new report, People of Tasmania. The report helps governments and other agencies to respond to the challenges of providing services in a diverse cultural environment. Work on the Centenary of ANZAC progressed well over the past 12 months with the establishment of a steering committee, a state government working group, a community working group and a $250,000 grants program. The Local Government Division delivered a significant legislative reform package through the Local Government (Miscellaneous Amendments) Act 2013, and also helped to build a picture of council strengths and capability gaps through the Local Government Role Assessment Interim Report. Tasmanians now have better access to emergency information through the development of the TasALERT website. TasALERT was developed to provide a single source of reliable information from government agencies including Tasmania Police, Tasmania Fire Service and the State Emergency Service, while also tapping into the power of social media. The Bushfire Recovery Unit officially closed in June after the chair of the Bushfire Recovery Taskforce delivered the final report to Government. The Unit played a key role in supporting both the Taskforce and the Red Cross Appeal Distribution Committee which distributed donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal. DPAC undertook some significant communications projects in the past year. These included the commencement of the Integrated Tasmanian Government Contact Centre project which will make it easier for Tasmanians to conduct their business with Government over the telephone through Service Tasmania. 6 Department of Premier and Cabinet - Annual Report 2013-14 The Modern Communications Program was implemented, resulting in more than 6,000 telephony services being transitioned from the redundant copper-based Spectrum services to the VoIP solution, Connect V. This resulted in hundreds of unused services being cancelled, delivering cost savings for Government. There were changes in State Service governance arrangements in the past year. The State Service Management Office had responsibility for implementing the revised governance and structural arrangements, as well as preparing the first Head of the State Service Annual Report to the Tasmanian Parliament. I am very pleased with the way DPAC staff have performed in the past year, especially through the change in Government. We are fortunate to have professional, dedicated people who are responsive to the challenges posed by an ever changing environment. Greg Johannes Secretary Department of Premier and Cabinet - Annual Report 2013-14 7 Departmental overview Vision A respected and valued Agency that leads an accountable, professional and collaborative public service. Purpose The Department supports the Premier and Cabinet in achieving the Government’s vision of Tasmania. We do this by providing strategic policy advice; leading whole-of-government initiatives; and supporting the machinery of government. Values Professional We aim for excellence and act with integrity and impartiality. Accountable We are focussed on achievement, open to questioning and responsible for our actions. Collaborative We respect and value the expertise of others and seek to work in partnership. Forward looking We plan so we can be responsive to future needs. Connected to the community We seek to understand and engage with the community and communities of interest. Supportive We seek to provide a family-friendly and flexible workplace that fosters mutual respect and open communication. Goals - Goal 1 – To lead the development of policy advice, direction and whole-of-government coordination - Goal 2 – To provide comprehensive, timely and accurate services that support the machinery of government - Goal 3 – To deliver ICT services that enhance whole-of-government capability - Goal 4 – To have efficient and effective processes that underpin a supportive and challenging workplace. 8 Department of Premier and Cabinet - Annual Report 2013-14 Financial and human resource summary Financial summary In 2013-14, the Outputs of the Department of Premier and Cabinet and Ministerial and Parliamentary Support expended on an accrual basis the following: Department of Premier and Cabinet Output groups 1. Support for executive decision-making $11,694,000 2. Government processes and services $12,556,000 3. Electronic services for Government agencies and the community $44,080,000 4. State Service management $3,976,000 6. Community development $7,323,000 7. Development of local government, security & emergency management $6,966,000 Other items Capital Investment Program $250,000 Infrastructure Fund 0 Administered - Tasmanian Community Fund $6,079,000 Sub-total $92,924,000 Ministerial and Parliamentary Support Ministerial and Parliamentary Support $20,947,000 Total $113,871,000 Department of Premier and Cabinet - Annual Report 2013-14 9 People summary The number of full time equivalents employed in DPAC and Ministerial and Parliamentary Support offices, as at 30 June 2014 is shown in the graph below. Figure 1: DPAC and Ministerial and Parliamentary Support FTE staff 311.5 350 300 250 130.4 200 150 100 50 0 DPAC MPS 10 Department of Premier and Cabinet - Annual Report 2013-14 Governance Ministers As at 30 June 2014, the Department of Premier and Cabinet reports to: Premier and Minister for Aboriginal Affairs, Will Hodgman MP Minister for Planning and Local Government, Peter Gutwein MP Minister for Environment, Parks and Heritage, Matthew Groom MP Minister for Information Technology and Innovation, Michael Ferguson MP Minister for Women, Jacquie Petrusma MP In addition the Minister for Education and Training is responsible for the Tasmanian Early Years Foundation. The Department supports the Parliamentary Secretary to the Premier, Guy Barnett MP. It also provides direct support to all other members of Government. The Department The Department’s current organisation structure is shown on page 14. The Department is led by the Executive Group, comprising the Secretary, Deputy Secretaries and Directors, Executive Division and State Service Management Office. The DPAC Leadership Group (DLG) is chaired by the Secretary and is attended by the directors and managers of each division and business unit. DLG meetings are held each month, and provide an opportunity to communicate and review Agency issues, policies and procedures. The Department holds monies in a trustee capacity on behalf of the Tasmanian Community Fund. In 2012-13, Output Group 7 was renamed Local government, security and emergency management and combined the functions of the Local Government Division and the Office of Security and Emergency Management. In 2013-14, Output Group 7 was split based on Ministerial responsibilities for the functions. Output 7.1 Local government represents the functions of the Local Government Division and Output 7.2 represents the functions of the Office of Security and Emergency Management. From January 2012 until June 2014, Output 7.2 also reflected the allocation for the Bushfire Recovery Unit's (BRU) functions. The number of Outputs within Output Group 6 Community development increased to align with Ministerial responsibilities. Two new Outputs were created, Output 6.2 Office of Aboriginal Affairs and Output